(Harolambos & Holborn, 1995).
Scientific Management defines the work of the manager. A structure was formed to plan the tasks ahead, inevitably saving time. Workers were made to become more efficient and productive. Tasks were broke down and each worker understood their own job and were paid according to their performance. Standards were improved as a result of this. Accuracy and motivation. was easier to accomplish. Training led to an increased sense of worth enabling the right person for the right job. Hierarchy was recognised and workers knew their place in the company. Training was offered for recognised employees, improving efficiency and pay. People worked hard in an attempt to become successful. (Cole,1996) .
Scientific methods are still used today and exist in a wide range of institutions. Scientific management is used in factories as a method to control the workforce. The task of the Scientific Management theory is to look at the structure and the companies and organisations as a whole. Employers assumed that employees were meant to carry out their orders, and their only motivation was the prospect of earning money. It seems as if workers were subjected to a false sense of security, as although this seems to be an attractive proposition for them, employers had little concern for the employees, by offering them a financial incentive the employers expected higher productivity and were to gain much more than they were paying wages.(Cole, 1995).
However the de-skilling of workers meant that a production line was formed, workers jobs became more repetitive. Workers were not able to leave their jobs for employment elsewhere as easily, they had little experience, as they were unskilled and only knew their specific task. This was an advantage for the employer as they were able to exploit them with rigid working methods, realising that workers could not afford to adopt a negative attitude. Workers were far more isolated than they were before as they had their own jobs and need not be part of a group.
